The analysis will involve the position I held at IBM related to sales management. The position in its current status included one basic assignment, namely, making telephone calls out of the company’s database to find needs in different companies based on a certain campaign. The measurement of employees’ performance was conducted via gauging call volume and the amount of leads in a month generated by the employee’s calls.Since callers make use of the database compiled by somebody else, they are seriously restricted in the choice of the companies to call. As a result, there is little possibility for a sense of choice of self-management in terms of selecting the party for conversation.
The employee can only manipulate the time of calling and the amount of information to share with each respective interlocutor. However, the employee can diversify the style of conversation and use an opportunity to establish personal contact with the person picking up the phone.In fact, much depends on how effectively personal contact is established and how persuasively IBM’s offering is presented to the prospective client. This is where an employee can take one’s chance at improving communication skills and making cold calls. Even so, the subject matter for conversations is mostly dry, limited and uniform and allows little place for creativity. The only diversion from the calling routine is the responsibility to fill in reports on call volume and leads.
Continuous talking is exhausting for human voice apparatus as well as for the mind.Although only sociable people enjoying conversation are recruited, supervisors note that after the initial two-three week period interest often wanes, and employees perform their functions mechanically, without committing to the outcomes of the conversation. To combat this weariness, supervisors are often forced to introduce tough discipline measures, limiting the number of breaks and time spent away from the workplace. They also recognise that job satisfaction levels are on the low end, affecting the quality of work.
Uniformity of work assignments and scarcity of opportunities for self-development and promotion is cited as the main reason for job dissatisfaction since pay levels are not significantly different from those of other employees in entry-level jobs. Compensation was fixed given the employee met the needed x amount of leads for the month. If the person exceeded this threshold, every lead up to 5 over the x amount was rewarded with a bonus equalling 20 dollars. This extra amount was added to half way point bonus and month end bonus.
Besides, the company rewarded employees who the x amount goal with permission to take part in drawings for tickets to sporting events, concerts, TVs/stereos/game systems etc. Personal praise and recognition are also applied in an informal manner, typically in the form of management’s comments during department meetings singling out some of the more efficient workers. The relationship between compensation and the volume of leads seems to be an adequate motivator for employees to make them meet targets for the leads.Indeed, this incentive stimulates employees to boost the effectiveness of their work by generating productive calls, not merely try to meet call volume by making meaningless calls that will bring little benefit to the company. Unfortunately, profit-sharing is not practised, and employees in this position in the sales department feel little relationship between their efforts and the company’s performance. In fact, they are likely to lose track of the further destiny of their calls, since they are not typically informed of the contracts that have been signed thanks to their leads.
For this reason, the involvement of the callers is limited to the initial stage of the relationship between IBM and their future clients. In this view, personal worker-manager contact takes on increasing importance. As previously mentioned, a manager can motivate the worker with comments on his/her performance that serve to boost the morale of employees and their determination to do their best to win acknowledgment in the eyes of the colleagues.Besides, it is the duty of the manager to motivate employees through sharing with them information on the success or failure of the leads they were able to generate in terms of bringing about service contracts. The manager can also discuss with an employee the prospects of his/her personal career development and prospects for promotion, ardently desired by most new entrants to the company.